Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? Concerned with the lack of proven practices required to scale agile methods to the next level? Exploring the Scaled Agile Framework™, Dean Leffingwell dispels these claims and answers these questions—and more.
Resources on Scaling Agile frameworks like the Scaling Agile Framework (SAFe), LESS, Nexus, Disciplined Agile Delivery (DAD), Scrums of Scrums, etc.
This article discusses the challenges faced by technical projects like real-time networking applications that involve multiple Scrum teams.
In this article, Henrik Kniberg and Anders Ivarsson present the story of scaling Agile at Spotify with over 30 teams across 3 cities. They describe the current organization at Spotify. The Squads are similar to Scrum teams. They are self-organizing teams and some use Scrum but other use Kanban or mixed approaches.
In this blog post, Jamie Arnold shares some of the lessons learned and benefits of scaling Agile at the Government Digital Service. It is a presentation about how to scale agile from one team of 12 people to 140 people and 14 teams.
The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team, especially on a large project, in one room, or even one building is a luxury no longer enjoyed by many projects.
This is the story an Agile coach and transformation leader on a large scale enterprise Agile transformation. The client chose to rely heavily on the Scaling Lean & Agile Development which has a strong Scrum focus. This transformation is still going on today.
The Scrum of Scrums is the key for scaling large, multidimensional projects that cross departments, teams, and traditional boundary lines so that can be managed using the same protocols and logic of a fundamental, small-team project. Bryan Zarnett explains that where most ScrumMasters fail in this large-scale environment is in the nuances of communicating and coordinating multiple teams. The same tool set used to run a small Scrum team cannot be used for a collective of teams. He defines the role of an Agile Program Manager (APM) that will coordinate the program portfolio and its dependencies and manage collective activities, issues, and risks. Regardless of design, the APM cannot operate 100 percent according to a Scrum textbook. Minor modifications to the tool set and the introduction of key new responsibilities will adapt and influence Scrum in minor ways that will allow the larger program context to be applied — and will allow teams to remain Agile even as size and interdependencies increase.